A Presentation by Bill McBride

1. Management
&
Opera-ons
Techniques
|
Systems
|
Structure
|
Performance
by
Bill
McBride
1 BMC3.com 5/17/14

2. Managing…
BMC3.com2
q
Execu>on
q
Alignment
q
Accountability
q
Performance
q
Coaching
5/17/14

3. Be
clear
–
Be
honest
–
Be
the
best
5/17/14BMC3.com3
Clarity of
Direction
Humility &
Openness to
Learn, Adapt
& Grow
Operate As
If You Are
The Best

4. BMC3.com4
q
“Good
is
the
enemy
of
beDer,
and
beDer
is
the
enemy
of
best”
q
“It
takes
less
>me
to
do
the
right
thing
than
to
explain
why
you
did
it
wrong
or
failed
to
do
anything
at
all.”
-­‐
Henry
Wadsworth
Longfellow
q
“The
first
key
to
greatness
is
to
be,
in
reality,
what
we
appear
to
be”-­‐
Socrates
q
If
you
are
going
to
bother
doing
something,
do
it
your
very
best
q
Give
more
than
you
take
5/17/14
Words
of
Wisdom

5. Management
Excellence
Traits
BMC3.com5
q
Understanding
the
organiza>onal
strategy
&
mission
q
Understanding
your
team/club
dynamic…
q
Do
you
know
your
membership
base?
q
Do
you
know
your
market?
q
Do
you
know
the
strengths
and
weaknesses
of
each
team
member?
q
Do
you
know
who
you
are
hiring/how
you
are
building
a
team
–
not
geXng
caught
up
with
individual
contributors?
q
Are
you
able
to
ar>culate
your
organiza>on’s
“elevator
pitch”?
5/17/14

6. The
Good
to
Great
Matrix
5/17/14BMC3.com6
The
Good
To
Great
Matrix
–
Jim
Collins
Of
Crea>ve
Discipline
Hierarchical
Organiza-on
Great
Organiza-on
Bureaucra-c
Organiza-on
Start-­‐Up
Organiza-on
Ethic
Of
Entrepreneurship
Culture
Of
Discipline
Low
High
Low
High

7. Why
Health
Club
Managers
Fail…
BMC3.com7
Being
a
health
club
manager
is
very
HARD
q
You
have
to
BE
the
organiza>on/club
q
You
have
to
“buffer”
the
organiza>on
with
the
employee
q
You
have
to
“buffer”
the
organiza>on
with
the
member
q
You
have
to
be
transparent
with
all
par>es
q
You
more
than
likely
will
form
“friendships”
with
your
staff,
yet
have
to
manage
their
performance
to
company
outcomes
q
You
will
be
“torn”
at
>mes
on
what
to
do…
5/17/14

8. A
word
of
cau>on…
BMC3.com8
q
Employees
aren’t
naive.
Everyone
wants
to
win
favor
and
be
perceived
as
key
contributors.
When
things
don’t
go
as
people
want
or
believe
they
should,
“employees”
will
be
employees
not
friends
q
In
the
workplace,
workplace
rules
apply
–
including
labor
laws,
preven>ng
sexual
harassment
and
workplace
equity
q
Your
role,
regardless
of
personal
rela>onships
is
to
protect
you
and
your
organiza>on
from
any
conflicts/
liability
in
the
employee/employer
rela>onship
5/17/14

9. Do
you
have
what
it
takes?

10. Stages
of
Experiences
5/17/14BMC3.com10
Random Experience
Predictable Experience
Branded Customer
Experience
• Inconsistent
• Unintentional
• Consistent
• Intentional
• Not Differentiated
• NotValuable
• Consistent
• Intentional
• Differentiated
• Valuable
• Emotional
Source: Managing the Customer Experience: Shawn Smith & Joe Wheeler

11. What
are
you
trying
to
accomplish?
5/17/14BMC3.com11
Usable
Useful
Usable Desirable
Useful
Usable Desirable

12. 5/17/14BMC3.com12
Call / TI
(Computer Entry)
Appointment Set
(Confirm Appointment)
Show
(Guest Registration Card /
Interest Profile)
(Thank You Email Sent)
Needs Analysis Tour Trial Close Presentation of
Membership
(Presentation Sheet)
Enrollment Paperwork
(New Member Packet)
Additional Services Presentation
(Orientation & Intro Services)
Referral Presentation
(Referral Sheet)
Orientation
(Enter into computer. Schedule it!)
Program Design
(Enter into computer)
Computer Update
(CRM)
Thank You Sent
The
Ideal
Sales
Process
Follow Up

13. Knowing
the
reality
of
why
people
leave
businesses…
BMC3.com13
US
News
&
World
Report
5/17/14
Competition 9%
Product
Dissatisfaction
14%
Die 1%
Move 3%

14. Stephen
Covey’s
Four
Quadrants
5/17/14BMC3.com14
I.
- Crisis
- Pressing Issues
- Deadlines
- Meetings
II.
- Preparation
- Planning
- Prevention
- Relationship building
- Personal
Development
III.
- Interruptions
- Some mail
- Many popular
activities
IV.
-Trivia
- Some phone calls
- ExcessiveTV/Games
- Time wasters
Not
Important
Important
Urgent
Not
Urgent

15. Summary
of
“The
Seven
Habits”
by
Stephen
Covey
5/17/14BMC3.com15
Habit
1:
Be
Proac-ve
Change
starts
from
within,
and
highly
effec>ve
people
make
the
decision
to
improve
their
lives
through
the
things
that
they
can
influence
rather
than
by
simply
reac>ng
to
external
forces.
Habit
2:
Begin
with
the
End
in
Mind
Develop
a
principle-­‐centered
personal
mission
statement.
Extend
the
mission
statement
into
long-­‐term
goals
based
on
personal
principles.

16. Summary
of
“The
Seven
Habits”
by
Stephen
Covey
5/17/14BMC3.com16
Habit
3:
Put
First
Things
First
Spend
>me
doing
what
fits
into
your
personal
mission,
observing
the
proper
balance
between
produc>on
and
building
produc>on
capacity.
Iden>fy
the
key
roles
that
you
take
on
in
life,
and
make
>me
for
each
of
them.
Habit
4:
Think
Win/Win
Seek
agreements
and
rela>onships
that
are
mutually
beneficial.
In
cases
where
a
"win/win"
deal
cannot
be
achieved,
accept
the
fact
that
agreeing
to
make
"no
deal"
may
be
the
best
alterna>ve.
In
developing
an
organiza>onal
culture,
be
sure
to
reward
win/win
behavior
among
employees
and
avoid
inadvertently
rewarding
win/lose
behavior.
WIN WIN

17. Summary
of
“The
Seven
Habits”
by
Stephen
Covey
5/17/14BMC3.com17
Habit 5: Seek First to Understand,Then to Be Understood
Habit 6: Synergize
Through trustful communication, find ways to leverage individual
differences to create a whole that is greater than the sum of the parts.
Habit 7: Sharpen the Saw
Take time out from production to build production capacity through
personal renewal of the physical, mental, social/emotional, and spiritual
dimensions.

18. Responsibility
BMC3.com18
Successful
People
Are
Responsible
People
q
Choice
q
No
excuses
q
Rela>ve
q
Two
dimensions
Responsibility
is
a
choice.
People
will
or
won’t
be…“Man’s
Search
for
Meaning”
-­‐ Victor
Frank
Responsibility
means
no
excuses.
q
Is
it
an
excuse
or
a
reason?
q
Does
it
maDer?
q
Excuses,
pessimism,
and
helplessness
go
hand
in
hand
5/17/14

19. 5/17/14BMC3.com19
} Being
five
minutes
late
with
good
reason….
Does
not
make
you
on
>me.
Responsibility

20. It
has
two
dimensions:
BMC3.com20 5/17/14
Responsibility
is
Rela>ve
TO:
FOR:
FOR
our
ac-ons,
our
words,
using
our
talents,
those
in
need,
our
belongings
TO
ourselves,
our
family,
our
community,
our
society

21. You
Need
to
Know
the
Results
You’re
Ager
BMC3.com21
} Desired
results
must
be
clear
} Expecta>ons
must
be
clear
} You
must
know
what
it
is
you
want
and
how
you
plan
to
get
it
done
with
your
team
5/17/14

22. Responsible
for…
BMC3.com22
q
All
too
ogen
managers
focus
on
ac>vi>es
q
People
who
are
most
responsible
are
not
responsible
for
mere
ac>vi>es
but
results
q
Leaders
usually
want
people
who
focus
on
results
5/17/14

23. Ques>ons
to
ask
before
hiring
someone:
BMC3.com23
q
What
type
of
personality
do
you
need
to
add
to
your
team
for
it
to
operate
at
the
highest
level
of
produc>vity?
q
Based
on
this
candidate’s
past
performance,
is
there
evidence
that
he/she
will
make
your
club
more
successful?
q
What
was
your
first
job?
What
did
you
love
about
it?
What
did
you
hate
about
it?
q
Are
you
lucky?
q
If
you
were
to
have
a
professional
coach,
what
would
you
chose
to
be
coached
in?
q
What
are
you
most
proud
of
in
your
life?
5/17/14

24. BMC3.com24 5/17/14
Can
Be
Trained
Must
Be
Hired
Technical
Skill
Ini-a-ve
Exercise
Tes-ng
Ownership
Sales
Presenta-on
Adaptability
Listening
Posi-ve
Thinker
Problem
Solving
BoWom
Line
Oriented
Conflict
Resolu-on
Accountable
Goal
Orienta-on
Visionary
Honesty/Integrity

25. Orienta>on
and
Training
BMC3.com25
q
Cover
the
Core
Values
and
Mission
of
the
organiza>on
again
q
Set
up
a
detailed
two
week
(minimum)
training
program
q
Have
the
new
employee
meet
with
all
staff
members
q
Have
him/her
go
through
the
Fitness
Assessment
and
new
member
orienta>on
program
q
Have
him/her
take
every
type
of
group
fitness
class
&
program
offered
5/17/14

26. Orienta>on
and
Training…
BMC3.com26
q
The
new
associate
should
shop
the
compe>>on
q
As
well
as
any
clubs
within
the
organiza>on
q
They
should
spend
at
least
2
shigs
of
at
least
4
hours
each
during
peak
>me
working
at
the
front
desk
q
He/she
should
complete
comprehensive
sales
training
program
including
role
plays
q
They
should
learn
all
administra>ve
aspects
q
He/she
should
aDend
an
organiza>onal
new
hire
orienta>on
5/17/14

27. Who
Works
With
You?
5/17/14BMC3.com27
V
A
L
U
E
S
PERFORMANCE

28. Staff Coaching
Goals
Relationship
Building
Motivate
Monitor
Performance
Feedback
BMC3.com28 5/17/14
Train

29. Simple
Review
Process
5/17/14BMC3.com29
Your
Drive
Your
Sales
Performance
What
I
Like
What
I’d
Like
To
See
Mastery
of
program
offerings
Quality
&
accuracy
of
paperwork

30. Management…
BMC3.com30
q
Do
the
right
things
q
Do
the
right
things
the
right
way
q
Hire
slowly
q
Terminate
as
quickly
as
possible
q
Train
–
in
the
beginning
and
con>nuously
q
Supervise/Coach
q
Manage
yourself
first
q
Priori>ze
your
>me
q
Manage
your
staff
q
Understand
your
team’s
mo>va>ons
q
Recognize
your
team’s
performance
q
Get
“it”
done
5/17/14

31. 10
Laws
for
Management
Excellence…
5/17/14BMC3.com31
1. Have
integrity
in
everything
you
do.
Your
word
is
your
bond.
Follow
through
on
your
commitments.
Your
name
and
your
company’s
name
are
yours
and
the
company’s
best
asset
2. Everyone
is
responsible
for
crea>ng
a
safe
environment
for
your
members
and
associates
3. Everyone’s
job
is
to
GET
and
KEEP
members.
Sales
and
Reten>on
are
not
departments
but
a
way
of
opera>ng.
You
have
to
promote
the
benefits
of
the
brand

32. 10
Laws
for
Management
Excellence…
5/17/14BMC3.com32
4. Operate
towards
a
unified
goal
not
a
job
descrip>on
–
innova>ve
ways
to
get
the
job
done
needs
to
be
the
norm.
“All
hands
on”
for
the
mission
are
required
5. If
it’s
in
your
control,
you
must
control
it.
If
you
receive
or
become
aware
of
a
problem,
it’s
your
job
to
fix
it.
If
it’s
not
in
your
control,
you
must
adapt.
This
includes
safety,
culture,
member
experience,
expense
management,
payroll
and
system
compliance.
If
you
see
it,
you
own
it
6. You
run
pris>ne
clubs
–
cleanliness,
maintenance
and
the
small
nice
touches
are
to
be
focused
on
and
delivered

33. 10
Laws
for
Management
Excellence…
5/17/14BMC3.com33
7. You
create
Wow
by
deligh>ng
your
members
and
giving
them
more
than
they
pay
for.
You
seek
happiness
and
fun
in
your
work
8. You
treat
each
other
with
apprecia>on
and
respect
as
together
you
can
accomplish
exponen>ally
more
9. You
know
your
markets
(prospects)
–
You
know
your
members
–
You
serve
them.
You
know
your
product.
You
use
the
systems

34. 10
Laws
for
Management
Excellence…
5/17/14BMC3.com34
10. You
are
a
good
neighbor
–
you
give
to
your
community
–
you
are
the
place
&
source
for
health,
wellness
&
fitness.
You
expand
your
brand

35. BMC3.com35
1. Staff
members
should
be
in
full
uniform
while
working.
2. All
Fitness
Orienta>on
offices
should
be
immaculate.
3. All
offices
need
to
be
clear
of
cluDer
and
professional
in
appearance.
4. The
web
site
is
the
club’s
responsibility
to
keep
current
with
content.
5. Maintain
promo>onal
materials
in
the
club.
6.
Manage
sales
on
a
daily
basis.
7.
Manage
your
payroll.
8.
Focus
on
Ownership
&
Accountability,
Relentless
aDen>on
to
detail,
Responsiveness,
Proac>ve
Hospitality
and
an
overall
sense
of
urgency.
9.
We
must
only
handle
paperwork
one
>me
and
it
must
be
100%
accurate
and
complete
10.
Live
the
Values
of
your
organiza>on
on
a
daily
basis
and
keep
them
alive
with
the
full
team.
5/17/14
20
Possible
Non-­‐Nego>ables…

36. BMC3.com36
11.
Meet
with
each
team
member
regularly
(part
>me,
full
>me,
every
department).
12.
The
GM
should
contact
each
new
member
personally
to
welcome
him
or
her
to
their
club.
13.
Walk
your
club,
spend
>me
at
your
front
desk,
and
learn
who
your
members
are.
14.
Every
new
member
needs
to
go
through
an
Orienta>on
and
receive
a
Program
outline.
15. The
goal
is
to
get
your
aDri>on
rate
at
or
below
35%.
16.
You
should
connect
three
>mes
with
every
member
each
visit.
17.
You
need
to
embrace
your
sales
automa>on
sogware
and
u>lize
your
CRM
tool
to
enhance
your
communica>on
with
prospects
and
members.
18.
The
goal
should
be
to
score
95%
or
beDer
on
every
inspec>on
and
100%
on
the
Safety/Pos>ng
component
every
>me
you
are
inspected.
19.
Focus
on
Non-­‐Dues
Revenue
per
member.
20.
Perfec>on
is
the
goal!
5/17/14
20
Possible
Non-­‐Nego>ables…

37. Two
kinds
of
people…
BMC3.com37
Those
on
the
way
and
those
in
the
way…
…those
in
the
way,
need
to
get
out
of
the
way,
so
those
on
the
way,
can
get
on
with
it.
5/17/14

38. BMC3.com38
“
It
is
difficult
to
live
in
the
present,
ridiculous
to
live
in
the
future,
and
impossible
to
live
in
the
past.
”
—
Jim
Bishop
5/17/14
Forbes
Thought
Of
The
Day

39. BMC3.com39 5/17/14
Go
to
the
people
Learn
from
them
Love
them
Start
with
what
they
know
Build
on
what
they
have
But
the
best
of
leaders
When
their
task
is
accomplished
Their
work
is
done
The
people
will
remark
We
have
done
it
ourselves
(From An Ancient Chinese Poem)

40. 3
Things
You
Will
Try…
5/17/14BMC3.com40
1
2
3

41. Thank
You!
5/17/14BMC3.com41
For
an
online
copy
of
this
presenta>on
go
to:
hDp://bit.ly/
ManagementParadigm
Bill
McBride
Cell:
(415)
299-­‐9482
Email:
BillMcBride@BMC3.com
www.linkedin.com/in/billmcbride
|
www.BMC3.com